IT Connection Supplier Assessment reports provide up-to-date analysis to assist buyers in identifying the strengths and weaknesses of key suppliers. Each report also includes specific recommended actions for end-users considering a purchase of a product from that supplier. Click here to view sample reports.
Check Point described a compelling new vision for integrated security that takes into account policy, people, and enforcement. The 3D Security framework treats security as a business process that spans network, endpoint, applications, and data. (7/13/2011)
Cisco’s security revenues dipped 8% in fiscal 2011, showing a soft underbelly in the network security market. However, Cisco remains committed to its new SecureX architecture, and the company is working to streamline its sales efforts. (10/26/2011)
Fortinet continued to rack up impressive growth organically and through acquisitions that complement Fortinet’s strength among SMBs, even as it continues to make inroads into large enterprises and telcos through new high performance appliances. (8/15/2011)
HP continues to bake security into its broader Converged Infrastructure strategy, with a particular focus on securing virtualized data centers. (8/9/2011)
IBM continues to evolve, consolidate, and refine its security vision. The company has positioned security as a strategic growth area, a move which has raised the visibility of security within IBM and the expectations for the business. (8/29/2011)
Juniper continues to enhance and extend its security portfolio. The company has made quick progress in integrating the technology from its Altor Networks acquisition to deliver a more holistic story for securing virtualized data centers. (9/22/2011)
After years of collaboration predating Intel’s acquisition of McAfee, the combined companies began to disclose the fruits of their efforts to deliver hardware-assisted security in the DeepSAFE initiative, but there have not been any game-changers. (12/15/2011)
Attachmate Corporation acquired most of Novell in late 2010. The deal is an anticlimactic end to Novell’s run as an independent company, but it provides some stability for customers, which had watched the company’s revenue fall for several years. (2/3/2011)
RSA/EMC suffered a major security breach in March. The attackers targeted information that could compromise its SecurID tokens. The event was a serious blow to RSA’s reputation and put some of its customers at risk (most publicly, Lockheed Martin). (7/19/2011)
Trend Micro put forth a new vision for securing enterprises in the face of consumerization, cloud computing and targeted attacks, and it calls for a new security model that integrates threat and data protection functions in a common framework. (12/28/2011)
Company Description
Up-to-date look at what markets the company competes in and what it brings to those markets. Coverage includes: main product lines, important partnerships, key clients, recent sales wins.
Current Perspective
Our analysts give their assessment on whether or not the company has the technology, products & services and management team needed to compete in its markets.
Company Market/Sales Strategy
What are the company’s value proposition and key differentiators. How it positions itself in the market, and against its competitors. And what are its target audiences.
Company Strengths and Weaknesses
Unique tactical competitive analysis based on the specific tactics that a company is using, and in-depth analysis of its products and capabilities.
Recommended Competitor Actions
Who are the company's main competitors, and what actions we can expect from each competitor or the market at large.
Recommended End User/Customer Actions
How customers (either end users or purchasers of this product for resale/bundling) should view the company. Should customers consider purchasing products/services from this company? What specific actions or questions should the customer pursue during negotiation phase?
Publication date: Supplier Assessment reports are updated every four months
Overall company assessment relative to competitors across all markets in which they compete.
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Very Positive: Company has strong position now, or on way to certain success if continue to execute as planned. Leader in multiple areas (e.g., product quality, market share, distribution channels, lower cost)
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Positive: Positive opinion on firm, technology, products/services and/or management team. Well-positioned now and could be strong competitor in the near future.
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Neutral: No strong opinions regarding the company. Can occupy niche or segment that is relatively stable.
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Negative: Losing ground in multiple areas, must take corrective actions immediately in order to prevent total failure (e.g., bankruptcy).
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Very Negative: Decreasing sales, slipping market share, delayed product or services cycles. Can’t overcome current problems within the next 12 months.
Tier
Relative position of the competitor against other competitors.
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Tier 1: Market leaders, at or near the top of market share, shape the direction of the market.
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Tier 2: Challengers to the top tier; those that have the ability to get to the top tier if they execute properly but lack market share at this time to be considered a dominating vendor.
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Tier 3: Smaller competitors that are either at the bottom of the market share pool and/or are considered niche players only.
Status
How long (relative to other competitors and to the life of the market) the competitor has been active.
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Mature: In business long enough to have legacy product/ service base, and stable customer base.
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Established: Stable product and/or service base – and stable customer base – can survive market turmoil.
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Emerging: Delivering actual product but still a relatively small player in the market.
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Startup: Pre-product or service.
Momentum
General direction of the company relative to others in the industry.
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Very Positive: Quickly establishing a market-leading position in both sales and industry-buzz.
Neutral: Holding steady, no real gain or decline in market movement.
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Negative: Beginning to lose market share and market leadership (perceived or actual).
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Very Negative: Steep decline in market share or industry leadership (perceived or actual).
Future Vision
How well the company understands the direction of the market, including customer requirements, business and social changes and innovation.
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Very Positive: When company talks, market listens carefully. Offers innovations consistently and management team respected for ability to shape markets.
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Positive: Clearly communicates overall vision and plans for the market, occasionally offers ground-breaking direction to the overall market.
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Neutral: Neither market leader nor follower, company’s communication of vision is uninspiring.
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Negative: Poor communication and/or execution of strategic vision. Changes “vision story” frequently, appears indecisive on how to approach market(s).
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Very Negative: Consistently follows the market leaders, fails to communicate strategic vision, very little understanding of customer and market requirements.
Available Supplier Assessments
